The audiovisual platform 3Cat has achieved a notable impact with a documentary series about the former president of Barça Josep Lluís Núñez in which the most notable events of his business and sports management are recounted, through which the identity of a character is drawn. really peculiar. Reviewing the past is always a complex exercise, but this work provides great contextual richness and an interesting variety of perspectives, which makes it easier for the viewer to transcend the facts to immerse themselves in reflection.
One of the aspects that most lends itself to analysis is the type of leadership that Núñez exercised, since it allowed him to open a very successful path in the hard-fought construction sector, while directing the Barcelona Football Club for more than 20 years. In this sense, the last chapter of the docuseries, titled The Man Who Wanted to Be Loved, tries to explain the great dilemma that tormented Núñez throughout his managerial career: how can it be that a top-level manager does not obtain the recognition you deserve?
The former president of Barça accumulated very important milestones for the club, such as the signing of great players, economic recovery, the construction of the museum, the expansion of the Camp Nou, the creation of the Masia or the achievement of the first European Cup. Without forgetting that he also won the presidential elections three times. But Núñez felt that all this legacy was not being recognized. Or, put another way: that society did not love him enough.
The issue of professional recognition is as relevant as it is transversal. In fact, in 1943, when psychologist Abraham Maslow drew his famous pyramid of human needs, he already placed recognition on the fourth rung, only behind physiological requirements, safety requirements and social obligations. Certainly, having our actions valued is one of the main morale boosts that exist, although sometimes it is difficult for us to recognize it.
Related to this issue, Núñez's series shows us three behaviors that are not recommended for professionals who perform the managerial function. The first is to generate expectations of recognition, since people's admiration is not earned by desiring it, so it is always better to act without expecting anything in return. The second is to undertake actions or speeches with the sole purpose of obtaining gratitude, because it usually leads to counterproductive (if not ridiculous) overacting. And the third practice that should be avoided is the comparison with other more popular leaders, as happened to Núñez with Guardiola or Cruyff, especially if they are touched by the gift of a charisma that cannot be bought or sold in stores.
Likewise, two keys can be extracted from the report to understand a little better the variables hidden behind professional recognition. On the one hand, the importance of acting sincerely for the collective interest, supporting the thesis of the consultant Xavier Marcet, when he says that a good leader is one who serves others, not one who uses others to serve himself. same.
And, on the other hand, it is vital to understand that recognition does not usually respond to strictly economic stimuli, but rather emerges when good financial management is accompanied by values, exemplarity and humility.
